Like economics, the discipline of software development suffers from a weakness that prevents the resolution of competing theories, in that it is generally impossible to perform controlled experiments. It would take an extremely brave manager to ever try out two competing development theories by having two teams build the same product simultaneously. However, it is possible to borrow a technique from theoretical physics and perform thought experiments. Such an experiment would involve having more than one team develop the same product simultaneously, but using different techniques. That type of experiment is the premise of this novel.
The main character is a recent victim of downsizing who is kidnapped and taken to a formerly communist country where the educational level is high and the costs are low. Once there, he succumbs to his fantasies and agrees to perform the experiment of his dreams. With six products to build and a large staff of developers, he splits them into eighteen groups where each product is being built by three teams simultaneously. Each group of the three then uses a different development method. Throw in impossible deadlines and you have a microcosm of software development.
It would appear that such a premise would guarantee a boring book, but nothing could be further from the truth. The book is entertaining and enduring, as developers will recognize most of their development problems, albeit couched in somewhat unique circumstances. Many of the leading figures in the theory of software development management make cameo appearances, including a certain very rich man. The end result is a true stroke of genius that has somewhat of a surprise ending, but actually quite natural, given the current climate in the computer business.
It is rare when a book about the management of software development is not as dull as baked dirt, and this book is indeed the exception. Not only is it entertaining, but you can even learn some management skills in the process.
这本书 花了2个早上看完,当时读完以后就有很多理念上的更新和收获。 今天抽空来写书评,我只想 说说我的“期限”。 事实上,所有的企业必须面临时间管理的问题,好企业往往在时间和运营上能够相对平衡。 我想,在这里,给自己一个期限(管理企业的人,首先要学会管理自己) ...
评分很多年前读过的这本书,只能说是一本有趣的读物,对初学者了解一些软件工程的概念有帮助,但不具有实践参考意义。可以当小说看(其实就是一部小说),消磨时间之余还能了解一点软件工程的只是。
评分《最后期限》-项目管理重要原则 优质管理的四大要素: 选择正确的人。 为他们分配正确的工作。 保持他们的积极性。 帮助团队凝聚起来并保持团队的凝聚力。 (其他一切都只是"文案"。) 安全和变化 除非感到安全,否则人们就不能去迎接变化。 在...
评分这本书 花了2个早上看完,当时读完以后就有很多理念上的更新和收获。 今天抽空来写书评,我只想 说说我的“期限”。 事实上,所有的企业必须面临时间管理的问题,好企业往往在时间和运营上能够相对平衡。 我想,在这里,给自己一个期限(管理企业的人,首先要学会管理自己) ...
评分小说的方式阐述一些项目管理的理论和技巧 又是一本工作前看过的书 工作5年后的现在准备在看看,挖掘一些理解
本以为这是一本讲管理的书,最后才发现是码农的YY片儿
评分软件工程课推荐的枕边读物
评分本以为这是一本讲管理的书,最后才发现是码农的YY片儿
评分本以为这是一本讲管理的书,最后才发现是码农的YY片儿
评分项目管理,重在管理人
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